Design/methodology/approach – A case based research approach is used which includes participant observation and semi structured interviews with all of the case management team.
Findings – The findings indicate that ERP should be incorporated within a wider change programme, with changes to people management and cultural practices, in addition to process change. Much more consideration should be given to organisational change issues prior to design and implementation of ERP.
Research limitations/implications – The study is limited to that of a management perspective.
Practical implications – The findings can be used to guide management teams in designing and implementing ERP as part of a wider approach to organisational change.本文来自优.文~论-文·网原文请找腾讯3249.114
Originality/value – The paper contributes to the need for ERP studies that go beyond technical implementation issues and which address associated complex change management.
Keywords Resource allocation, Innovation, Organizations, Change management, Information systems
Paper type Research papermatlab小波变换图像处理压缩应用
Introduction
Innovation and change management play an increasingly important role in sustaining
“leading edge” competitiveness for organisations in times of rapid change and increased competition. “Discontinuous change requires discontinuous thinking. If the new way of things is going to be different from the old, not just an improvement on it, then we need to look at everything in a new way” (Henry, 1997).
This paper focuses on the implementation issues associated with the innovation of enterprise resource planning (ERP) to achieve innovative large-scale change in organisations. A number of issues arise. There is a need to address how both local and global issues are influenced by the implementation of a common enterprise-wide
information technology (IT) application (Utecht et al., 2004; Ash and Burn, 2003; Lars,
2004). In relation to technology and processes many companies model the organisation and its processes, creating new process designs on an ongoing basis (Okrent and Vokurka, 2004). This modelling approach runs counter to the logic of blueprinting, which begins with ready-made templates, as in SAP, and then uses them as the basis
for configuring company designs (Stijn and Wensley, 2001; Kennerley and Neely,2001).
Huang et al. (2003) argue that although ERP systems have been progressively developed over at least a decade, the continual pace of change in organisations and their environments has resulted in “complex technical organisational, cultural and political issues.. . that have made the integration process a very challenging task”. The aim of this paper is to explore the organisational issues involved in implementing an ERP system as the main approach to change management within a large global organisation. There is a particular focus on the role of technology as either a driver or enabler for ERP induced change. A case based research approach is used which includes participant observation and semi structured interviews with all of the case management team.2437